MBA Organizational Development And Change Leadership

This Is Mba Organizational Development And Change Leadership Of Inn

This is MBA - Organizational Development and Change / Leadership of Innovation and Change course. This textbook may be used: Palmer, I., Dunford, R. & Buchanan, D. A. (2017). Managing Organizational Change (Third Ed.) Boston: McGraw- Hill Irwin. 1.

Watch this video: 2. Let's talk about culture. My culture. Your culture. Our culture.

Other's culture. Understanding culture is fundamental to formulating and implementing change. Culture is a determining factor in the success of any change initiative. Imagine, for just a minute, that you are a drug dealer in South America. What type of culture exists that allows drug dealers to work together to stop the sale of crack, because it wrecks their neighborhoods?

What does it say about the ability to implement change? Tell us about your culture by using the Cultural Web and Hofstede's criteria (you must use both of these models to characterize and describe your culture) to help us understand your culture. You can talk about your family, school, church, work, or any organization that is relatively stable. For example, I work in an institution whose rituals date back, literally, hundreds of years. Rituals are very different in universities in other countries; for example, at Oxford University, students there dress up for exams, and they dress identically.

Furthermore, they congregate outside of the testing hall and walk into the hall two by two. The robes that you see our professors wear at graduation are also worn for exams at Oxford. In the United States, we do not require you to dress up, identically, to take exams. What does all this mean for us in terms of change? What we know is that universities in the U.S. will change and adapt, but it tends to be quite slow and only under great pressure.

We have to use some extraordinary interventions to move change along. Another example can be found in tourism, such as at a Disney hotel property. The water provided by the property came in a pretty pink bottle and was shipped in from Italy. Italy, people! We have the safest water supply in the world, and we are shipping water in pink bottles to the U.S.

Our culture reveres such extravagance. Discuss culture. 1 Do NOT describe or restate the content of the discussion reading or video. Instead, choose one or two points that you find interesting/important and elaborate on those points in your discussion. 2 A minimum response is 250 words.

Be specific. Original work. NO Plagiarism. It must be upload to the Turnitin website. If you don't follow the rules, I will withdraw it.

Paper For Above instruction

Culture plays a pivotal role in shaping organizational behavior, particularly in how change initiatives are perceived and implemented. One intriguing aspect of culture that warrants deeper analysis is its underlying assumptions and how these influence resistance or receptiveness to change. In many organizations, deeply rooted cultural norms serve either as catalysts or barriers to innovation. For instance, certain organizational cultures prioritize stability and tradition, making them slow to adapt despite external pressures. This resistance often stems from a collective belief that change threatens the existing order and could undermine institutional identity.

Applying Hofstede's cultural dimensions, we observe how power distance, uncertainty avoidance, and long-term orientation influence organizational responses to change. High power distance cultures tend to centralize decision-making, which can slow down change processes since initiatives require top-down approval and may face resistance from subordinate layers. Conversely, organizations with low power distance are typically more flexible and open to participative change strategies. Similarly, cultures with high uncertainty avoidance prefer clear procedures and may resist changes perceived as risky or unpredictable. Such organizations require extensive communication and reassurance to foster acceptance of change initiatives.

The Cultural Web further elucidates how symbols, rituals, and routines maintain stability but can also reinforce resistance. For example, rituals such as annual ceremonies or traditional meetings symbolize organizational values but can become impediments to change if they are perceived as sacred and unalterable. Recognizing these cultural artifacts enables change agents to design interventions that either harness existing symbols to support change or challenge rituals that hinder progress.

In my own cultural context, whether family, workplace, or community, there is a strong emphasis on hierarchy, tradition, and collective consensus. These cultural traits facilitate stability but pose challenges when rapid adaptation is necessary, such as during technological disruption. Understanding these cultural characteristics allows leaders to craft strategic approaches that respect existing values while gently guiding organizations towards change. For example, introducing new technology might require involving influential community or organizational elders to endorse the change, thus leveraging existing cultural authority structures for smoother implementation.

In conclusion, appreciating the nuances of culture through models like Hofstede's criteria and the Cultural Web is essential for effective change management. Tailoring strategies to cultural contexts enhances acceptance, minimizes resistance, and ultimately increases the likelihood of successful organizational transformation.

References

• Hofstede, G. (2001). Cultural Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
• Palmer, I., Dunford, R., & Buchanan, D. A. (2017). Managing Organizational Change (3rd ed.). McGraw-Hill.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Johnson, P., & Scholes, K. (2002). Exploring Corporate Strategy. Prentice Hall.
• Martin, J. (2002). Organizational Culture: Mapping the Terrain. Sage Publications.
• Cameron, K., & Quinn, R. (2011). Diagnosing and Changing Organizational Culture. Jossey-Bass.
• Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Levy, M., & Merry, P. (1986). Organizational Culture. McGraw-Hill.
• Schneider, B., & Barbera, K. M. (2014). The Rethinking of Organizational Culture and Climate. Routledge.